NAKAMA GROUP PLC · NAKAMA GROUP PLC | STOCK CODE: NAK ANNUAL REPORT & FINANCIAL STATEMENTS 2016...

24837 15 August 2016 9:44 AM Proof 7

NAKAMA GROUP PLCANNUAL REPORT & FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2016

Nakama Group Plc AR2016 Proof 7.indd 2 15/08/2016 09:45:23

NAKAMA GROUP PLC | STOCK CODE: NAK ANNUAL REPORT & FINANCIAL STATEMENTS 2016

24837 15 August 2016 9:44 AM Proof 7

2014 2015 2016

17,502

21,715 21,043

REVENUE £’000

2014 2015 2016

4,353

5,3215,739

NET FEE INCOME £’000

FINANCIAL HIGHLIGHTS

Group revenue decreased by 3 per cent. to £21.0m (2015: £21.7m)

Net fee income improved by 8 per cent. to £5.73m (2015: £5.32m)

Net fee income percentage increased to 27.3 per cent. (2015: 24.5 per cent.)

Revenue across the APAC region increased by 11 per cent. to £6.92m (2015: £6.25m)

Revenue across the UK region decreased by 8 per cent. to £14.1m (2015: £15.4m)

Launch of a New York office

2016£’000

2015£’000

Revenue 21,043 21,715NFI (Net fee income) 5,739 5,321EBITDA* 257 561Operating profit for the financial year 37 336Profit/(loss) for the financial year before tax – 297Net current assets 902 781Equity 1,796 1,875(Loss)/profit per share (0.13)p 0.21p

* EBITDA – Profit before interest, tax, depreciation and amortisation.


STOCK CODE: NAK | NAKAMA GROUP PLCWWW.NAKAMAGROUPPLC.COM

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CEO appointed in August 2015

CFO appointed in November 2015

Global internal learning and development training programme under way

running from 2015 – 2017

Infrastructure and operational changes for website and external marketing

Structural changes to the UK and Highams businesses as of January 2016

Our marketsNakama Group plc is a recruitment group of two branded solutions placing people into specialist and management positions; the Nakama businesses operate in the digital, creative, media, marketing and technology sectors all over the world from offices in the UK, Asia and Australia. The Highams brand specialises in the Financial Services sector, specifically Business Change and IT in Insurance and Investment Management currently in the UK.

Our consultants, contractors and applicantsOur speciality is finding excellent career opportunities and assignments for senior IT, business and professional services talent. We are constantly developing our relationships and networks to ensure we obtain the best available positions for such talent, whilst ensuring that their skills and personalities are compatible with the needs of our clients.

Our peopleAt Nakama, we work hard to develop and maintain long-term relationships with our clients, contractors and applicants. To do this, we focus on the development and retention of our experienced staff to ensure they are among the most knowledgeable in the industry, both in terms of recruitment best practice and the niche markets in which Nakama operates.

OVERVIEW

Operating and financial highlights 01

Chairman’s statement 02

CEO’s report 04

Directors 06

Directors and advisers 07

STRATEGIC REVIEW

Strategic report 08

GOVERNANCE

Report of the Directors 10

Statement of Directors’ responsibilities 11

Corporate governance 12

Directors’ remuneration report 13

Independent auditor’s report 14

FINANCIALS

Consolidated income statement 15

Consolidated statement of comprehensive income 15

Consolidated statement of financial position 16

Consolidated statement of changes in equity 17

Consolidated statement of cash flows 18

Notes to the financial statements 19

Company statement of financial position 36

Company statement of changes in equity 37

Notes to the Company financial statements 38

OTHER INFORMATION

Notice of annual general meeting 42

Financial calendar 44

OPERATING HIGHLIGHTS

GROUP AT A GLANCE

CONTENTS

Visit us online for further information at www.nakamagroupplc.com



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IntroductionThe year has seen much change with the appointment of a new CEO and CFO. With this, a programme of training and change was accelerated to ensure that the right infrastructure is in place as a platform for future growth.

Financial resultsGroup revenue for the year ended 31 March 2016 decreased by 3 per cent. to £21.0m (2015: £21.7m) whereas Net Fee Income (“NFI”) improved on the prior year by 8 per cent to £5.73m (2015: £5.32m). The results over the past year have seen lower than expected performance at a Group level. In October we started a review of all business units across the Group covering operations, structure and delivery of services. This covered service lines, staff headcount, regional and global growth and the IT and infrastructure across the business. The streamlining of service support staff, increase of sales staff in key areas and improved IT support and systems should enable the business to grow. The launch of a New York business was seen as a strategic step in the Group’s growth globally but had a direct impact in the Group’s net profit.

Whilst organic growth in the short to medium term will serve the business well for the business to meet our long-term objectives, the Board also has a focus on identifying suitable businesses to join the Group, the criteria focusing on added profit, the potential consolidation of shared services, complementary services that enable the business to grow and add service lines in current and new geographies.

Board changesAs announced in August 2015, Rob Sheffield was appointed CEO of the Group. Rob is an experienced senior executive with a track record in leading, sustaining and growing significant businesses, from both start up to more established enterprises.

Kerri Sayers resigned as COO at the end of February 2016 after 21 years of service. We would like to thank her for her contribution and welcome Angus Watson who was appointed CFO of the Group on 30 November 2015.

StrategyNakama Group’s strategy has continued to concentrate on providing staffing solutions with two highly specialised businesses: Nakama within the digital, creative, media, marketing and technology sectors and the Highams business within the Financial Services sector. The approach focuses on delivering a local, regional and global solution. The business continues to maintain this as fundamental but will look to broaden the service offerings across the Group with an emphasis on providing digital solutions to clients across recruitment, outsourcing, on site and consultancy. It is the strategy of the Board and management team to be a leading international specialist within staffing, delivering a quality service to our customers and candidates whilst creating a sustainable business for the long-term benefit of all stakeholders.

The management team has grown over the past year with promotions of key senior staff in Sydney, Melbourne and Singapore, whilst London, Hong Kong and Caterham have seen their management teams added to with the appointment of external hires. We continue to look to recruit further excellent driven individuals to meet our client and candidate needs.

The website and marketing functions were all upgraded, including the Group’s internal and external communications along with our online marketing strategy to generate new and increased traffic to all our offices. The business is now in the final phase of implementing a new database that will enable staff to deliver a quicker and more efficient service to clients and candidates.

There are currently no new offices planned for the next financial year as the Board intends to grow current operations and ensure profitability.

CHAIRMAN’S STATEMENT



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Executives and staffThe Group retains a strong team of very knowledgeable and long serving staff and we look forward to continuing to build the Nakama Group. The Board would like to acknowledge the loyalty and commitment of all the staff to the Group and we are extremely grateful for their efforts. Again we extend a very warm welcome to all new members of the team.

OutlookTrading in the first quarter has been in line with expectations and has been representative of the business initiating the final changes of the business review in order to achieve the vision of the Board and expected growth targets. At the time of writing the US election is ongoing and the UK has voted to leave the EU. Both of these factors provide a level of uncertainty in two of Nakama’s key trading markets as well as globally. Whilst the market sectors in which Nakama operates are in high demand, the business needs stable local economies in the current trading locations, stability in current staff numbers and the continued hiring of new sales staff to deliver against less specialised but much larger competitors. The Board looks to 2017 as a year in which the Group will seek to grow organically and review other options to grow in terms of net fee income and profit.

Ken FordChairman12 August 2016



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Group revenue for the year ended 31 March 2016 decreased by 3 per cent. to £21.0m (2015: £21.7m) whereas Net Fee Income (“NFI”) improved on the prior year by 8 per cent to £5.73m (2015: £5.32m). The NFI percentage has increased to 27.3 per cent. (2015: 24.5 per cent). APAC revenue increased to £6.92m from £6.25m last year. In the same period revenues in the UK decreased by 8% to £14.1m (2015: £15.4m) mainly due to a slowdown in the contractor market.

EBITDA was £257,000 for the year (2015: £561,000) mainly as a result of a slowdown in the UK market and the investment in geographical expansion into the USA. The Directors are not recommending the payment of a dividend for the year but resumption in dividend payments will be kept under review.

The 2016 result shows that we have increased staff levels from 74 to 80 during the period in the sales and operations areas.

UK operationsLondon has seen some existing markets come under increasing pressure from in-house recruitment and externally managed service providers. Over the last 18 months the market has become more heavily brokered and the ability to generate value has been eroded as software and technology have developed effectively integrating and combining some of the key job functions. This has resulted in

the recruitment requirements of key clients moving towards more traditional IT providers and therefore being exposed to further competition by a wider range of third party and in-house recruiters. In response, Nakama London has increased its capacity to deliver within the expanding data and analytics markets across both corporate and agency clients. This market is skewed more towards permanent placements than the traditional design markets. The data service line is complementary and relevant to the existing client base both within the UK and globally. Margins and rates are healthy in this sector and senior level candidates and clients are suited to the consultative and pro-active approach to recruitment that is at the core of Nakama’s delivery.

The Highams business in the UK financial services sector experienced a tougher environment with RPO challenges affecting contract margins within the sector. Overall there has been an increase in permanent billings, with demand for mid and senior level hires.

The UK general insurance market saw increased competition by Recruitment Process Outsourcing (RPO) companies impacting on contract delivery and margins. The focus for Highams is on the business analyst/product and transformation markets within insurance as that is where we see the growth.

During the year there has been increased merger and acquisition activity and new technology platform programmes and digital distribution activity requiring specialist skills. Regulatory legislation in insurance, wealth management and pensions is a necessary requirement and demand for skills in this area has been steady.

APAC operationsOperating conditions across the APAC region remain similar to the previous year. A mix of economic environments, financial periods and local culture can prove challenging. We continue to address this by ensuring that businesses have a key focus on training and development so that the right skills and talent are in place. External competition is increasing and it is still Nakama’s key objective to invest in and build a strong management team to enable us to continue to pursue a consistent and clear strategy in multiple markets in line with the Group’s vision.

CEO’S REPORT

Financial review2016£’000

2015£’000

Revenue 21,043 21,715NFI (Net fee income) 5,739 5,321EBITDA * 257 561Operating profit for the financial year 37 336Profit/(loss) for the financial year before tax – 297Net current assets 902 781Equity 1,796 1,875(Loss)/profit per share (0.13)p 0.21p

* EBITDA – Earnings before interest, tax, depreciation and amortisation



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The APAC offices have again experienced an increase in revenue and profit. This has yielded an 11 per cent increase in revenue to £6.92m compared to last year’s revenue of £6.25m. This performance now makes APAC responsible for over 32.9 per cent. of total Group revenue, compared to 28.8 per cent. in the prior year.

The economic outlook in APAC is stable. The concerns around the commodities markets in Australia have done little to slow the growth of the economy and digital and technology disruption is beneficial in the sectors Nakama provides staff to, specifically within analytics, data, digital and transformation. Traditional non digital businesses have taken or started to undertake wholesale reviews of their digital capabilities enabling the APAC region to tap into highly skilled mobile talent to provide clients embarking on these changes. Projects are being adopted by organisations across automotive, aviation, banking, telecommunications and retail which are driving demand for digital skills, a high proportion of which are not in the local market. Clients are focusing on a customer first digital strategy involving service and product design, the strengthening of their data and analytics functions and we are still seeing a strong push towards programmatic advertising and “big” data. Talent is increasingly more mobile than ever before and businesses are continuing to adapt to having more flexible staffing solutions. This is evident in the Asia markets where the contracting market has started to move from low value, low skill to high value, high skill within our sectors.

The client base across our APAC businesses has seen the business become more involved with management consultancies, start ups and blue chip organisations whilst continuing to service the advertising and digital agency businesses.

We continue to leverage our global networks to deliver against these demands. We see a natural cap on the Australian market due to its size and location but we still feel that the market has a high level of growth over the coming financial year. The Asia businesses have continued to add significant growth in both profit and our ability to service clients in the region by finding highly skilled talent. They have also been key in the introduction of new business across the wider region. Singapore focuses on the South East Asian corridor into Malaysia and Thailand, with Hong Kong continuing to build market share and experiencing high demand from China and the wider region. The businesses benefit from a collaborative approach to business development and creating opportunity throughout the region based on this approach. All the APAC businesses continue to have a healthy balance of repeat business based on the areas of specialisation, expertise within the local markets, a broader global and strategic view and longstanding existing relationships and a continued drive for new business specifically within the corporate sector.

The market continues to be competitive; the businesses have seen a reasonable turnover of staff this year due to performance and finding good quality candidates is highly competitive. The business does benefit from having global operations and is focused on a sector that is in high demand, which has been beneficial to attracting staff from a variety of industries and locations. The factors to success in APAC continue to remain similar to last year: overcoming language barriers, restrictions on hiring staff and financial constraints including wage inflation and increased competition for talent have the potential to force business costs to unsustainable levels and prevent businesses’ being able to hire. Retaining high performing

staff is critical to the businesses success not just regionally but globally. It is again our strong understanding of local and global markets and our ability to work across local, regional and global markets which puts us in a strong position and is beneficial on a number of levels.

Like last year, APAC is seen to be a significant contributor to revenue and bottom line based on the current demand for specialist digital recruitment services and we will continue to build on this platform.

Also, during the year, Nakama launched its first office in North America towards the end of the financial year. Based in New York, Nakama focuses on senior level digital technology and transformation recruitment markets.

Key events • Rob Sheffield, the CEO of the APAC region

was appointed CEO of the Group in August 2015.

• Angus Watson was appointed CFO of the Group in November 2015.

• Global internal learning and development training programme was set in motion and will run until 2017.

• Infrastructure and operational changes for website and external marketing.

• Structural changes were made to the UK businesses from the beginning of 2016.

• Launch of New York office.

Rob SheffieldChief Executive Officer12 August 2016



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Eric Kenelm (Ken) FordNon-Executive Chairman

Ken Ford has over 37 years of experience in the City. From 1993 he worked at Teather & Greenwood stockbrokers serving as Chief Executive and later as Deputy Chairman until retirement in 2007. Prior to this he worked as a director at Aberdeen Asset Management and served for seven years as a director at Morgan Grenfell, as Head of Research and Head of Corporate Finance at Morgan Grenfell Securities. Ken is a Fellow of the Chartered Securities Institute and on the executive committee of the Quoted Companies Alliance. He is also Chairman of AIM quoted Brainjuicer Group plc and Scientific Digital Imaging plc.

Paul Jonathan GoodshipManaging Director of Nakama London

Paul Goodship joined the Group as MD Nakama London along with the acquisition of Nakama having also been a founding member of that company. Paul worked alongside Rob Sheffield for many years in Aquent where he built their digital marketing recruitment team through both organic growth and acquisition. London is the leader for many parts of the digital world and it is Nakama’s largest digital recruitment team and Paul is able to drive the Company’s strategy for market coverage which can be replicated in other parts of the Group.

Robert James SheffieldGroup CEO

Rob is a founding member of Nakama and joined the Group as Managing Director International as part of the listing of the Company in 2011. He was appointed to Chief Executive Officer, Nakama PLC APAC in 2014 and Group CEO in August 2015. Residing in Australia he is responsible for Nakama PLC group operations from a strategic, operational & financial perspective, developing the global & regional strategy for growth across the business and the global network of clients.

Mark de LacyManaging Director of Highams

Mark de Lacy has been employed by Nakama (previously Highams) since 1990. Originally brought in for his sales experience, Mark rapidly progressed to a senior role, responsible for the development of the Group’s major accounts within the Life and Pensions and Insurance sectors. He moved into recruiting and developing successful sales teams before being appointed in 2007 to Sales Director, and Managing Director in September 2008. Mark continues to actively develop new strategic accounts within specialist vertical markets.

Angus WatsonChief Financial Officer

Angus joined the Group as CFO at the end of November 2015. Angus has extensive experience in both the technology and recruitment sectors and has held senior and board positions at a number of private and AIM listed companies. Previously, he was Group Finance Director at First Point Group Limited, a global telecoms recruitment business and prior to that he was Finance Director of AIM listed Cornwell Management Consultants plc, which was acquired by Serco Group plc.

Angus trained as a chartered accountant at Grant Thornton in London before spending a substantial part of his early corporate career at IMS Health Inc. a leading global provider of information solutions and marketing services to the pharmaceutical and healthcare industries.

John Edward HighamNon-Executive Director and Deputy Chairman

John founded Highams (now Nakama) in 1983 after many years gaining experience of the insurance market from an IT and business perspective, both within insurance company and software house environments. John was Chief Executive of the Group until April 2000 when he took up his current role. He has been a director of the Company since 1 February 1983.

DIRECTORS



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Country of incorporation of parent company: England and Wales

Company number: 1700310

Principal place of business:

United Kingdom and Asia Pacific region

Principal activities: Recruitment consultants

Directors: EK Ford (Non-executive Chairman)

R Sheffield (CEO) (appointed 27 August 2015)

A Watson (CFO) (appointed 30 November 2015)

P Goodship (Managing Director Nakama London)

M de Lacy (Managing Director Highams)

JE Higham (Non-executive and Deputy Chairman)

Secretary: A Watson

Registered office Quadrant House 33/45 Croydon RoadCaterhamSurreyCR3 6PB

DIRECTORS AND ADVISERS

Auditors BDO LLP2 City PlaceBeehive Ring RoadGatwickWest SussexRH6 0PA

Nominated adviser and brokers:

WH Ireland24 Martin LaneLondon EC4R 0DR

Registrars: Capita Registrars The Registry34 Beckenham Road BeckenhamKent BR3 4TU

Solicitors: Eversheds LLP1 Wood Street London EC2V 7WS

Bankers: HSBC Bank plc28 Borough High StreetLondonSE1 1YB



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STRATEGIC REPORTThe directors present their strategic report together with the audited financial statements for the year ended 31 March 2016.

Business modelThe Group provides recruitment services and solutions to its specialist niche market clients in global geographical locations where there is both growing demand and a skills shortage. Recruitment services include permanent staff placements and contract staff placed on a fixed term assignment.

The UK is represented by two UK offices: the Nakama brand operating from London and the Highams brand operating from Caterham. We work closely together to explore opportunities to cross-sell services into our respective client bases.

APAC is represented by two Nakama offices in Australia, one in Hong Kong and an office in Singapore. We serve digital media markets across a broad spectrum of clients ranging from corporates to digital marketing agencies.

A new office was opened in New York during the financial year to increase the global footprint of the Group.

Strategy We aim to target those sectors where we can secure profitable business and where we can differentiate ourselves from our competitors by providing a bespoke and specialist quality service and can deliver incremental value to our clients to assist them in managing their businesses. Our increasing ability to cross-sell our service to our international clients is also key to our strategic ambition to become “The Global Specialist Recruitment Business”. The enlarged Group’s target market remains the same, but the scope of its geographical spread has expanded as the Company has developed.

By sourcing candidates through our global network we can track specialists by using real time data. We have been able to focus our efforts on building Talent Communities through recommendations, referrals, local advertising and highly specialised peer groups. Each Nakama office has a local and regional talent pool, which in aggregate combines to create an international talent pool. We have the ability to build self-generating communities in this way. We have a number of social media channels and forums that we use to identify local talent looking to relocate internationally. These avenues are typically established in line with the specialisation for which we are recruiting, across local regions and via our global footprint. Linked-in, Twitter, Facebook and Instagram are a few of the channels we currently utilise. This approach gives operational staff a full view of the businesses we are involved with and access to global client and talent lists. As such we will continue to focus on hiring and developing our salesforce to enable them to perform in their local markets. Our vision for the long term is to continue building head count and gaining critical mass in our current markets and to expand and establish more international offices. By doing so we believe we will be well placed to leverage off our niche specialisations and our international footprint to better drive Group profitability.

Key performance indicatorsThe Board uses a number of key performance indicators in order to monitor the business. These include the number of requirements received and profitability by consultant. Although there has been some attrition in the contracting market in the UK the NFI percentage has increased from 24.5% to 27.3% due to the increase in specialist permanent placements.

KPIs 2016£’000

2015£’000

Revenue 21,043 21,715NFI percentage 27% 25%Staff costs 3,882 3,366Staff cost percentage of NFI 67.6% 63.3%

Key financial risks of the GroupDetails of the Group’s financial instruments are given in note 20 to the Group financial statements.

Principal risks and uncertainties of the GroupThe Board continuously monitors the key risks and uncertainties that may impact the business and the ability to deliver our strategy. These are identified below:

StaffThe business has undergone a review over the past 12 months that has seen an initial reduction in staff levels with a key focus on increased performance and a subtle change in the skills of the personnel hired. This has been across all regions of the business. In a service company it is essential to maintain client relationships and build new business. It is important that high quality staff are recruited and retained. It is however of equal importance that all staff contribute to the profitability of the business. The use of appropriate incentives, focused training and a challenging and supportive environment all work to this end. As opportunities grow, we offer the potential for staff to relocate to any of our offices and experience different cultures and to enhance their position in the Group. We recognise that staff retention is vital to our operation especially in our sector. We continue to recruit new staff, both experienced and non-experienced to ensure that we mitigate any reliance on key individuals and nurture our own sales consultants.



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Office locationsNakama has offices in the UK (2), Australia (2), Hong Kong, Singapore and New York. It is essential that we examine each of our locations for risks of performance and the operations management of these offices, ensuring we are aware of local laws and can secure licences for the employment of our own staff and those of our placements at clients. We continue to recruit new staff to increase the number of consultants to ensure that we are not reliant on key individuals.

CompetitionThe technology and digital market has seen a shift over the past 12 months, one that has seen some of the original staffing service lines become increasingly diluted and significantly impact on margins. There are many competing recruitment organisations and Recruitment Process Outsourcing (RPO) companies. The changing social media world also creates competition, companies now having moved towards in-house recruitment models continue to drive down margins in sectors that have become less niche. Nakama has continued to refine the business focus on highly specialised digital and technology sectors and continue to work with internal recruiters and staffing teams as the specialist agency to support the specific skills needed with its speed of delivery. Nakama maintains and enhances its niche market approach in order to continue to differentiate itself from its competitors.

Competition remains robust and was previously mainly from local SME based businesses but we have now seen more traditional IT businesses compete in the digital space. Competitors are now starting

to look closely at the markets we operate in. We have seen a small increase in competition which operates along some of Nakama’s service lines within our markets. It is also the case that we have seen some traditional competitors in local markets cease trading due to lack of scale and reach. Our ability to remain specialised within the digital, technology, creative and marketing industry locally and globally continues to provide a significant competitive advantage.

On-line recruiting/other competitionThis is an increasingly competitive space and whilst we have seen new service offerings enter the market we have not seen much impact to date. Software and shared services continue to create a more connected market. We differentiate ourselves by being highly specialised, delivering a solution to clients’ talent issues globally. We have a reputation for providing quality on-site and embedded solutions, industry expertise and for being a valued partner. We made reference in the previous year’s report that not only were the local and global recruitment markets becoming increasingly saturated with agencies, but also that internal teams were taking on the recruitment process. This is still the case and the businesses operating with a transactional recruitment approach of simply sending CVs to a job are increasingly unable to compete. The demand for speed of service, high quality and the delivery of niche talent is more important than ever. Both clients and candidates demand more and will engage with recruitment partners who really understand their business and requirements and offer a premium service.

ClientsClients may choose not to continue to use Nakama’s services if our service fails to meet the required standards. It is therefore essential to harness technology to deliver rapid solutions. We are committed to ensuring the delivery of high standards and to retaining our excellent relationship with clients. Importantly, sector expertise and longevity of service of many of Nakama’s staff helps to provide clients with continuity of service from consultants who have a detailed knowledge of their needs. This is a big factor in helping retain clients.

CandidatesNakama’s ability to work in niche, high demand sectors has continued to provide a key reason for candidates to want to be represented by the Group. The quality of support services around payroll, job registration, job search and information will be a key factor to retaining and increasing Nakama’s talent pools globally. Nakama continues to increase its networks and knowledge about their niche business and technical areas by developing a network of clients, contractors and applicants relevant to that niche.

Approval This strategic report was approved on behalf of the Board on 12 August 2016.

Rob SheffieldCEO12 August 2016



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The Directors present their report together with the audited financial statements for the year ended 31 March 2016.

Review of the businessThe results for the year and financial position of the Group are as shown in the attached financial statements and a detailed review is set out in the Strategic Report.

Results and dividends The Group broke even before taxation for the year (2015: profit before taxation £297,000) on a revenue of £21.0m (2015: £21.7m). The Directors do not recommend a final dividend (2015: nil). No interim dividend was paid during the year (2015: nil).

FinancialDetails of the Group’s financial instruments are given in note 20 to the Group financial statements.

DirectorsThe Directors of the Company throughout the year were:

E K Ford Non Executive Chairman

JE Higham Non Executive Director and Deputy Chairman

R Sheffield Chief Executive Officer (appointed 27 August 2015)

A Watson Chief Financial Officer (appointed 30 November 2015)

K Sayers Chief Operating Officer (resigned 29 February 2016)

M de Lacy Managing Director Highams

P Goodship Managing Director Nakama London

Substantial shareholders As at 31 March 2016, the following significant shareholdings have been notified to the Company:

Number of shares

% of issued share capital

EK Ford 13,499,997 11.46%R Sheffield 13,006,137 11.04%P Goodship 13,006,137 11.04%M Dixon 21,000,000 17.83%Miton Asset Management 10,425,000 8.85%JE Higham 9,268,078 7.87%D & G Hart 8,715,786 7.40%Edward Andrews 3,750,000 3.18%

Indemnity insurance for Company Officers The Company has maintained insurance cover (including and up to the date of this report) for the Directors against liability arising from negligence, default, breach of duty and breach of trust in relation to the Company.

Share option schemes Information regarding the Company’s share option schemes is given in note 21 to the Group financial statements.

Board changesAs announced in August 2015, Rob Sheffield was appointed CEO of the Group. Rob is an experienced senior executive with a track record in leading, sustaining and growing significant businesses, from both start up to more established enterprises.

Kerri Sayers resigned as COO at the end of February 2016 after 21 years of service. Angus Watson was appointed CFO of the Group on 30 November 2015.

Financial instrumentsDetails of the Group’s financial instruments and risk are given in note 20 to the financial statements.

Likely future developments in the business of the Group Information on likely future developments in the business of the Group has been included in the Strategic Report.

Employee involvementThe Company maintains an intranet site that provides employee with information on matters of concern to them as employees. The intranet site includes information on policies and procedures relating to their employment at Nakama Group plc.

Auditors All of the Directors as at the date of this report have taken all the steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information. The Directors are not aware of any relevant audit information of which the Company’s auditor is unaware.

A resolution to reappoint BDO LLP as auditors will be proposed at the Annual General Meeting.

Approval This report was approved by the Board of Directors on 12 August 2016.

By order of the Board

Angus Watson Company Secretary

REPORT OF THE DIRECTORS



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Directors’ responsibilitiesThe Directors are responsible for preparing the Strategic Report, Directors’ Report and the financial statements in accordance with applicable law and regulations.

Company law requires the Directors to prepare financial statements for each financial year. Under that law the Directors have elected to prepare the Group financial statements in accordance with International Financial Reporting Standards (IFRSs) as adopted by the European Union and the Company financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law), including Financial Reporting Standard 101 (FRS 101) Reduced Disclosure Framework.

Under Company law the Directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the Group and Company and of the profit or loss of the Group. The Directors are also required to prepare financial statements in accordance with rules of the London Stock Exchange for companies trading securities on the Alternative Investment Market.

In preparing these financial statements, the Directors are required to:

• select suitable accounting policies and then apply them consistently;

• make judgements and accounting estimates that are reasonable and prudent;

• state whether they have been prepared in accordance with IFRSs as adopted by the European Union, subject to any material departures disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Company will continue in business.

The Directors are responsible for keeping adequate accounting records that are sufficient to show and explain the Company’s transactions and disclose with reasonable accuracy at any time the financial position of the Company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the Company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Website publicationThe Directors are responsible for ensuring the annual report and the financial statements are made available on a website. Financial statements are published on the Company’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements, which may vary from legislation in other jurisdictions. The maintenance and integrity of the Group’s website is the responsibility of the Directors. The Directors’ responsibility also extends to the ongoing integrity of the financial statements contained therein.

STATEMENT OF DIRECTORS’ RESPONSIBILITIES



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The Board is committed to high standards of corporate governance so that the Company’s management procedures are transparent and clearly understood by those who work within the Company, and by those who invest in it.

The BoardThe aim of the Board is to function at the head of the Company’s management structures, leading and controlling its activities and setting a strategy for enhancing shareholder value. Regular strategy meetings are held to review the Group’s forward planning - vital in a rapidly changing market and technology environment.

The Board currently consists of four executive directors and two non-executive directors. The non-executive directors, whilst not independent by virtue of their length of service, do provide an independent challenge. The Company does not have a Nomination Committee as such; the Board collectively undertakes the functions of such a committee.

The Chairman and the executive directorsThere is a clear division of responsibilities between the Chairman and the Chief Executive Officer. The primary role of the Chairman is to ensure that the Board functions properly, meets its obligations, and has the correct organisation and mechanisms in place to work effectively.

The Chief Executive Officer’s primary role is to provide overall leadership and vision in developing, alongside the Board, the strategic direction of the Company.

The Chief Executive Officer is also responsible for the management of the overall business, ensuring strategic and business plans are effectively implemented and the results of which are monitored and reported to the Board to ensure financial and operational objectives are attained.

The Board has a clear understanding as to the split of responsibilities between them, and they meet and communicate regularly so that each is aware of the ideas and actions of the others.

Internal controlThe Board has overall responsibility for ensuring that the Group maintains systems and internal financial controls that provide them with reasonable assurance regarding the financial information both for use within the business and for external publication, and that the assets are safeguarded.

Each business has defined financial performance plans that are agreed by the Board at the beginning of each financial year to meet Group objectives. These plans contain measurable performance targets which are continuously monitored to identify shortfalls, so that corrective actions can be taken.

An ongoing process has been established for identifying, evaluating and managing the principal risks faced by the Group. The process has been in place for the full year under review and up to the date of approval of the annual report and financial statements. The Board regularly reviews the process.

Audit CommitteeThe Board collectively undertakes the functions of the Audit Committee which is chaired by John Higham.

The terms of reference for the Audit Committee are to assist the Board in the discharge of its responsibilities for corporate governance, financial reporting and internal control. Its duties include maintaining an appropriate relationship with the Company’s auditors, keeping under review the scope and results of the audit and its effectiveness.

The Audit Committee has sole responsibility for assessing the independence of the external auditors, BDO LLP. The Committee has had due regard to the document published in November 2003 by the Institute of Chartered Accountants in England and Wales (ICAEW) “Reviewing Auditors Independence: guidance for audit committee”. Each year the Committee undertakes to seek reassurance that the external auditors are independent.

Remuneration CommitteeThis Committee (Remcom), which meets at least twice a year, is chaired by Ken Ford; the Board collectively undertakes the function of Remcom. The Board has adopted a set of operational rules for Remcom which will be available for inspection at the AGM.

Going concernAfter making appropriate enquiries, as disclosed in note 2, the Directors consider that the Group has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements.



CORPORATE GOVERNANCE



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This report sets out the remuneration policies for the Group’s executive directors. It should be read in conjunction with details of directors’ remuneration in note 7 which forms part of the audited financial statements. The members of the Remuneration Committee (Remcom) are identified on page 12.

The members of Remcom are independent of conflicts of interest arising from day to day running of the business. Remcom makes recommendations to the Board.

Remuneration policiesRemcom recommends to the Board a framework for executive remuneration. Remcom determines specific packages for each executive director including pension rights and compensation payments.

The general philosophy underlying the Group’s remuneration policy for executive directors is the same as that applied to all senior employees in order to encourage performance. The basic components of remuneration are: salary and benefits, cash bonuses, share schemes and pensions.

Salary and benefitsRemcom studies independent reports and market trends in considering the level of salary and benefits. It also takes into account experience, responsibility and performance.

BonusesBonuses may be awarded at Remcom’s discretion depending on Group performance and profits within the relevant business area.

Share schemesDetails of all Company share schemes appear in note 21 to the financial statements.

Mark de Lacy was granted options on 2,070,530 shares exercisable at 1.25p per share pursuant to the Highams EMI Share Option Scheme. The vesting of 50% (2,070,530) of these options was contingent on the following condition; the gross profit of the Group for the year ended 31 March 2011 exceeds the gross profit for the year ended 31 March 2009 by 10%. The balance of the options are exercisable following the approval of the audited consolidated accounts of the Company for the financial year ended 31 March 2011. 50% of these options have now lapsed as the condition of increased gross profit was not met for the year. The options were granted by Remcom on 21 November 2008; the share price was 1.25p.

Mark de Lacy was granted options on 690,184 shares exercisable at 2.75p per share pursuant to the Highams EMI Share Option Scheme. These options are exercisable following the approval of the audited consolidated accounts for the financial year ending 31 March 2012 and were granted by Remcom on 7 September 2010; the share price was 2.75p.

Mark de Lacy was also granted options on 345,100 shares exercisable at 3.00p per share pursuant to the Highams EMI Share Option Scheme. These options are exercisable following the approval of the audited consolidated accounts for the financial year ended 31 March 2013 and were granted by Remcom on 7 July 2011; the share price was 3.00p. Mark de Lacy was granted options on 500,000 shares at 1.12p granted by Remcom on 1st August 2013. Mark de Lacy was also granted options on 500,000 shares exercisable at 2.88p per share granted by Remcom on 31 July 2014.

PensionsThe Group operates a defined contribution pension scheme, the contributions to which are set out in note 6 to the financial statements.

Service contract of the executive directorsRob Sheffield, Angus Watson, Mark de Lacy and Paul Goodship have service agreements terminable by the Company or by the executives of not less than six months notice.

Non-executive directorsNon-executive directors receive an annual fee in respect of their duties. The fees are reviewed annually and are set by the Board. Their contracts are immediately terminable.



DIRECTORS’ REMUNERATION REPORT



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We have audited the financial statements of Nakama Group PLC for the year ended 31 March 2016 which comprise the consolidated income statement, the consolidated statement of comprehensive income, the consolidated and company statement of financial position, the consolidated and company statement of changes in equity, the consolidated statement of cash flows and the related notes. The financial reporting framework that has been applied in the preparation of the group financial statements is applicable law and International Financial Reporting Standards (IFRS) as adopted by the European Union. The financial reporting framework that has been applied in preparation of the parent company financial statements is applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

This report is made solely to the Company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the Company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Company and the Company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Respective responsibilities of directors and auditorAs explained more fully in the statement of directors’ responsibilities, the directors are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view. Our responsibility is to audit and express an opinion on the financial statements in accordance with applicable law and International Standards on Auditing (UK and Ireland). Those standards require us to comply with the Auditing Practices Board’s Ethical Standards for Auditors.

Scope of the audit of the financial statementsA description of the scope of an audit of financial statements is provided on the financial Reporting Council’s website at www.frc.org.uk/auditscopeprivate.

Opinion on financial statementsIn our opinion:

• the financial statements give a true and fair view of the state of the group’s and the parent company’s affairs as at 31 March 2016 and of the group’s loss for the year then ended;

• the group financial statements have been properly prepared in accordance with IFRS as adopted by the European Union;

• the parent company financial statements have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• the financial statements have been prepared in accordance with the requirements of the Companies Act 2006.

Opinion on other matter prescribed by the Companies Act 2006In our opinion the information given in the strategic report and directors’ report for the financial year for which the financial statements are prepared is consistent with the financial statements.

Matters on which we are required to report by exceptionWe have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept by the parent company, or returns adequate for our audit have not been received from branches not visited by us; or

• the parent company financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of directors’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit.

Anna Draper (senior statutory auditor) For and on behalf of BDO LLP, statutory auditor Gatwick United Kingdom 12 August 2016

BDO LLP is a limited liability partnership registered in England and Wales (with registered number OC305127).

INDEPENDENT AUDITOR’S REPORTTO THE MEMBERS OF NAKAMA GROUP PLC



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Note2016£’000

2015£’000

Revenue 4 21,043 21,715Cost of sales (15,304) (16,394)Net fee income 5,739 5,321Administrative costs (5,702) (4,985)Operating profit 37 336Finance costs 5 (37) (39)Profit/(loss) before tax – 297Tax expenses/credit 9 (70) (53)(Loss)/profit for the period attributable to equity shareholders (70) 244(Loss)/profit per shareBasic (loss)/profit per share from continuing operations 10 (0.13)p 0.21pDiluted (loss)/profit per share from continuing operations 10 (0.06)p 0.19p

All of the above relate to continuing operations.

2016£’000

2015£’000

(Loss)/profit for the year (70) 244Items that will or may be reclassified to profit or lossForeign currency translation difference (9) (8)Total comprehensive (loss)/profit for the year attributable to equity shareholders (79) 236

The notes on pages 19 to 35 form a part of these financial statements.

CONSOLIDATED INCOME STATEMENTFOR THE YEAR ENDED 31 MARCH 2016

CONSOLIDATED STATEMENT OF COMPREHENSIVE INCOMEFOR THE YEAR ENDED 31 MARCH 2016



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Company number 1700310

Note2016£’000

2015£’000

AssetsNon-current assetsIntangible assets 11 680 849Property, plant and equipment 13 106 67Deferred tax asset 18 108 178Total 894 1,094Current assetsTrade and other receivables 14 3,415 3,514Cash and cash equivalents 582 316Total 3,997 3,830Total assets 4,891 4,924Current LiabilitiesTrade and other payables 15 (1,848) (1,978)Borrowings 16 (1,247) (1,071)Total (3,095) (3,049)Net Assets 1,796 1,875EquityShare capital 22 1,602 1,602Share premium account 2,580 2,580Merger reserve 90 90Employee share benefit trust reserve (61) (61)Currency reserve 56 65Retained earnings (2,471) (2,401)Total equity attributable to the shareholders of the Company 1,796 1,875

The financial statements were approved and authorised for issue by the Board of Directors on

Angus Watson Rob SheffieldChief Financial Officer Chief Executive Officer

12 August 2016


CONSOLIDATED STATEMENT OF FINANCIAL POSITIONAS AT 31 MARCH 2016



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Share capital

£’000

Share premium

£’000

Merger reserve

£’000

Employeeshare

benefitreserve

£’000

Currency reserve

£’000

Retained earnings

£’000

Total equity

£’000At 1 April 2014 1,602 2,580 90 (61) 73 (2,652) 1,632Profit for the year – – – – – 244 244Other comprehensive income – – – – (8) – (8)Total comprehensive income for 2015 – – – – (8) 244 236Share based payment credit – – – – – 7 7At 1 April 2015 1,602 2,580 90 (61) 65 (2,401) 1,875Comprehensive income for the yearProfit/(loss) for the year – – – – – (70) (70)Other comprehensive income – – – – (9) – (9)Total comprehensive profit for the year – – – – (9) (70) (79)Share based payment credit – – – – – – –At 31 March 2016 1,602 2,580 90 (61) 56 (2,471) 1,796


CONSOLIDATED STATEMENT OF CHANGES IN EQUITYAS AT 31 MARCH 2016



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Note2016£’000

2015£’000

Operating activitiesProfit for the year before tax – 297Depreciation of property, plant and equipment 13 51 33Amortisation of intangible assets 11 169 192Net finance costs 37 39Tax paid – (1)Changes in trade and other receivables 71 (311)Changes in trade and other payables 111 300Net cash generated by operating activities 439 549Cash flows from investing activities Purchase of property, plant and equipment (91) (58)Purchase of intangible assets – (4)Proceeds from the sale of tangible fixed assets – 1Net cash generated by investing activities (91) (61)Financing activities(Decrease)/increase in borrowings 176 (469)

Finance cost paid (37) (39)Net cash from financing activities 139 (508)Net changes in cash and cash equivalents 487 (20)Cash and cash equivalents, beginning of year 95 114Exchange losses on cash and cash equivalents – 1Cash and cash equivalents at end of year 582 95

Cash and cash equivalents for the purpose of the statement of cash flows comprises:

Cash and cash equivalents 582 316Bank overdrafts – (221)Cash and cash equivalents at end of year 582 95


CONSOLIDATED STATEMENT OF CASH FLOWSFOR THE YEAR ENDED 31 MARCH 2016



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1. Nature of operations and general informationNakama Group includes Nakama; a global recruitment consultancy for the digital technology and interactive media industry and also Highams; a technology and business information recruitment consultancy for the insurance and investment management industry.

Nakama Group plc, a public limited company, is the Group’s ultimate parent company. It is registered in England and Wales. The address of Nakama Group plc’s registered office, which is also its principal place of business, is Quadrant House, 33/45 Croydon Road, Caterham, Surrey CR3 6PB. The details of subsidiary undertakings are listed in note 5 to the Company Financial Statements.

Nakama Group plc’s shares are listed on the London Stock Exchange’s Alternative Investment Market (AIM). Nakama Group plc’s consolidated full year financial statements are presented in British pounds (£), which is also the functional currency of the ultimate parent company.

2. Accounting policiesBasis of preparationThe consolidated financial statements have been prepared in accordance with International Financial Reporting Standards (IFRS) as adopted by the EU, and with those parts of the Companies Act 2006 applicable to companies preparing their accounts under IFRS.

The financial statements have been prepared under the historical cost convention. The principal accounting policies of the group are set out below.

The accounting policies that have been applied in the opening statement of financial position have also been applied throughout all periods presented in these financial statements.

The areas where significant judgements and estimates have been made in preparing the financial statements and their effect are disclosed in note 3.

Going concernThe financial statements have been prepared on a going concern basis. As at 31 March 2016 the Group had net assets of £1,796,000. It produced a profit for the year of £360. In considering the appropriateness of the going concern assumption the Directors have taken into consideration:

1. Monthly operating and cash flow forecasts; and

2. Facilities available to the Group.

The Group has funding arrangements with its principal bankers, linked to receivables, which are on a revolving basis.

The cashflow forecasts are based on historical results, taking in to account a small level of growth for those subsidiaries that are in their early years of trading. The current economic conditions and competition in the market create uncertainty over the level of placements and the forecasts take account for possible changes in trading performance but with regular income on contractor payments, all the funding arrangements in place give us the opportunity to grow the contract base within the headroom of the facility, adjusting where required.

The Directors are therefore confident that the Group will be able to continue as a going concern.

Basis of consolidationThe Group financial statements consolidate those of the Company and all of its subsidiary undertakings drawn up to 31 March 2016. Subsidiaries are entities controlled by the Group. The Company controls a subsidiary if all three of the following elements are present: power over the subsidiary; exposure to variable returns from the subsidiary; and the ability of the investor to use its power to affect those variable returns. The financial statements of subsidiaries are included in the consolidated financial statements from the date that control commences until the date that control ceases.

Business combinationsBusiness combinations of subsidiaries are dealt with by the purchase method. The equity method involves the recognition at fair value of all identifiable assets and liabilities, including contingent liabilities of the subsidiary, at the acquisition date, regardless of whether or not they were recorded in the financial statements of the subsidiary prior to acquisition. On initial recognition, the assets and liabilities of the subsidiary are included in the consolidated statement of financial position at their fair values, which are also used as the basis for subsequent measurement in accordance with the Group accounting policies. Goodwill is stated after separating out identifiable intangible assets. Goodwill represents the excess of acquisition cost over the fair value of the Group’s share of the identifiable net assets of the acquired subsidiary at the date of acquisition. Direct costs of acquisition are recognised immediately as an expense.

NOTES TO THE FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 MARCH 2016



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2. Accounting policies continuedRevenueRevenue is measured at the fair value of consideration received or receivable for services provided during the accounting period net of trade discounts and value added tax. Revenue in respect of contract placements is recognised in the period in which the contractor undertakes the work. Revenue in respect of permanent placements is recognised in the period in which a candidate commences employment. A provision is made against any potential rebates that may become due on permanent placements, should the employee leave within a specified period of time. These provisions are reversed once this period has expired.

GoodwillGoodwill represents any excess of the cost of a business combination over the fair value of the identifiable assets and liabilities acquired for acquisitions after 31 March 2006, together with goodwill recognised on transition to IFRS on 1 April 2006.

Goodwill is tested annually for impairment and is carried at cost less accumulated impairment losses.

Other intangible assetsComputer software included at cost is amortised on a straight line basis over its useful economic life of two years. Intangible assets are recognised on business combinations if they are separable from the acquired entity or give rise to other contractual/legal rights. The amounts ascribed to such intangibles are arrived at by using appropriate valuation techniques (see note 3 related to critical estimates and judgements). Identified intangible assets comprise of customer relationships and candidate database, which are amortised over a six and five-year period, respectively.

Property, plant and equipmentProperty, plant and equipment are stated at cost net of accumulated depreciation and any provision for impairment. Depreciation is provided at rates calculated to write off the cost, less estimated residual value, of property, plant and equipment over their estimated useful lives at the following rates:

Leasehold improvements – over remaining period of lease on a straight-line basis

Computer equipment – 50% per annum on a straight-line basis

Furniture, fittings and office equipment – 25% per annum on a straight-line basis

Impairment testing of goodwill, other intangible assets and property, plant and equipmentImpairment tests on intangible assets with indefinite useful economic lives are undertaken annually on 31 March. Other non-financial assets are subject to impairment tests whenever events or changes in circumstances indicate that the carrying amount may not be recoverable. Where the carrying value of an asset exceeds its recoverable amount the asset is written down immediately to its recoverable amount.

Leased assetsRentals under operating leases are charged to the income statement on a straight-line basis over the lease term. All of the Group’s current leases are operating leases.

TaxationCurrent tax is the tax currently payable based on taxable profit for the year.

Deferred tax assets and liabilities are recognised where the carrying amount of an asset or liability in the statement of financial position differs to its tax base, except for differences arising on:

• the initial recognition of goodwill;

• the initial recognition of an asset or liability in a transaction which is not a business combination and at the time of the transaction affects neither accounting nor taxable profit; and

• investments in subsidiaries and jointly controlled entities where the Group is able to control the timing of the reversal of the difference and it is probable that the difference will not reverse in the foreseeable future.

Deferred tax assets are recognised in the statement of financial position only where it is probable that suitable taxable profit will be available against which the deductible temporary difference can be utilised.

NOTES TO THE FINANCIAL STATEMENTS CONTINUEDFOR THE YEAR ENDED 31 MARCH 2016



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Deferred taxation is measured at the tax rates that are expected to apply in the periods in which the asset is realised or the liability is settled, based on tax rates and laws that have been enacted or substantively enacted at the statement of financial position date.

Foreign currenciesTransactions entered into by Group entities in a currency other than the currency of the primary economic environment in which it operates (the “functional currency”) are recorded at the rate of exchange at the time of the transaction. Monetary assets and liabilities denominated in foreign currencies at the statement of financial position date are reported at the rates of exchange prevailing at that date. Exchange differences arising on the retranslation of unsettled monetary assets and liabilities are recognised immediately in the income statement.

On consolidation the results of overseas operations are translated into sterling at rates approximating to those ruling when the transactions took place. All assets and liabilities of overseas operations are translated at rates of exchange ruling on the statement of financial position date. Exchange differences arising from this policy are recognised directly in the currency reserve via other comprehensive income.

The Group has taken advantage of the exemption in IFRS 1 and has deemed cumulative translation differences for all foreign operations to be nil at the date of transition to IFRS. The gain or loss on disposal of these operations excludes translation differences that arose before the date of transition to IFRS and includes later translation differences.

Pension costsThe Group operates a defined contribution pension scheme. The pension cost expensed to the income statement represents contributions payable by the Group to the pension scheme in the period.

Financial assetsAll of the Group’s financial assets are categorised as loans and receivables.

The Group’s financial assets comprise trade receivables, other receivables, cash and cash equivalents. Trade and other receivables are measured initially at fair value and subsequently at amortised cost. Appropriate allowances for estimated irrecoverable amounts are recognised in profit and loss when there is objective evidence that the asset is impaired.

Financial liabilitiesFinancial liabilities are obligations to pay cash or other financial assets and are recognised when the Group becomes a party to the contractual provisions of the instrument. The Group’s financial liabilities comprise trade payables, other payables, and an interest bearing confidential invoice discounting facility. All financial liabilities are measured initially at fair value and subsequently at amortised cost.

Cash and cash equivalentsCash and cash equivalents comprise cash at bank and in hand and – for the purpose of the statement of cash flows – bank overdrafts. Bank overdrafts are shown within loans and borrowings in the current liabilities on the consolidated statement of financial position.

Employee share benefit trustThe cost of the Company’s shares held by the employee share benefit trust is deducted from equity in the consolidated statement of financial position. Any gain or loss received by the employee share benefit trust on disposal of the shares it holds is also recognised directly in equity. Other assets and liabilities of the employee share benefit trust (including borrowings) are recognised as assets and liabilities of the Group. Any shares held by the employee share benefit trust are treated as cancelled for the purposes of calculating earnings per share.



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2. Accounting policies continuedShare based paymentsWhere share options are awarded to employees, the fair value of the options at the date of grant is charged to the income statement over the vesting period. Non-market vesting conditions are taken into account by adjusting the number of equity instruments expected to vest at each statement of financial position date so that, ultimately, the cumulative amount recognised over the vesting period is based on the number of options that eventually vest. Market vesting conditions are factored into the fair value of the options granted. As long as all other vesting conditions are satisfied, a charge is made irrespective of whether the market vesting conditions are satisfied.

Where the terms and conditions of options are modified before they vest, the increase in the fair value of the options, measured immediately before and after the modification, is also charged to the income statement over the remaining vesting period.

EquityEquity comprises the following:

• “Share capital” represents the nominal value of equity shares.

• “Share premium” represents the excess over nominal value of the fair value of consideration received for equity shares.

• “Merger reserve” represents the difference between the value of shares and the nominal value in accordance with the requirements of Merger Relief under the Companies Act.

• “Employee share benefit trust reserve” represents the cost of the Company’s shares held by the employee share benefit trust.

• “Currency reserve” represents the differences arising from translation of investments in overseas subsidiaries.

• “Retained earnings” represents retained profits less accumulated losses.

New standards, interpretations and amendments effective from 1 April 2015The new standards, interpretations and amendments, effective from 1 April 2015, have not had a material effect to the financial statements.

Standards and interpretations to existing standards that are not yet effective and have not yet been adopted by the GroupThe amendments and interpretation to published standards that have been published on or after 1 April 2016 or later periods have not been adopted early by the Group as they are not expected to materially affect the Group when they do come into effect, except for IFRS 16 Leases. IFRS 16 will result in the operating leases shown in note 17 being recognised in the statement of financial position as finance leases.

3. Critical accounting judgements and estimatesIn preparing the financial statements it is necessary for the Directors to make estimates and judgements about the future. The key assumption made by the Directors in the preparation of the financial statements this year concerns the consideration of deferred tax asset. The Group has again made profits before depreciation and amortisation and is able to relieve some of its losses in determining its current tax payable for the year, which is why it is anticipated there will be no current tax liability. Furthermore, because the Directors are confident of continued profitability it is still considered appropriate to recognise a deferred tax asset for the future relief of the Group’s remaining losses, with the amount recognised based on formalised budgets. However, the actual amount of losses that will be relieved in future will be driven by the Group’s actual profitability (including periods beyond those for which formal budgets are prepared) and therefore the amount of the deferred tax asset recognised this year may be greater or smaller than the actual benefit accruing to the Group. Details of the Group’s provided and unprovided deferred tax position are shown in notes 9 and 18.

The Group is required to test, on an annual basis, whether goodwill has suffered any impairment (see note 12). The recoverable amount is determined based on value in use calculations. The use of this method requires the estimation of future cash flows and the choice of a discount rate in order to calculate the present value of the cash flows. Actual outcomes may vary.




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4. Operating segmentsOperating segments are reported on a geographical basis.

The Group has three main reportable segments based on the location revenue is derived from:

• Asia Pacific – This segment includes Australia, Hong Kong and Singapore.

• UK – The UK segment includes candidates placed in the UK and Europe.

• USA – This start up includes candidates placed in the USA.

These segments are monitored by the Board of Directors.

Factors that management used to identify the Group’s reportable segmentsThe Group’s reportable segments are strategic business units that, although supplying the same product offerings, operate in distinct markets and are therefore managed on a day to day basis by separate teams.

Measurement of operating segment profit or loss, assets and liabilitiesThe accounts policies of the operating segments are the same as those described in the summary of significant accounting policies.

The Group evaluates performance on the basis of profit or loss from operations before tax not including overhead costs incurred by the head office such as plc AIM related costs not recharged, exceptional items, amortisation and share based payments.

The Board does not review assets and liabilities by segment.

Asia Pacific2016£’000

USA2016£’000

UK2016£’000

Total2016£’000

Revenue from external customers 6,924 9 14,110 21,043Segment profit/(loss) before income tax 189 (100) 63 152

The comparisons for 2015:

Asia Pacific2015£’000

UK 2015£’000

Total2015£’000

Revenue from external customers 6,250 15,465 21,715Segment profit before income tax 300 297 597

Reconciliation of reportable segment profit to the Group’s corresponding amounts:

Profit or loss after income tax expense 2016 £’000

2015£’000

Total profit or loss for reportable segments 152 597PLC costs not cross charged 17 (101)Amortisation of intangibles (169) (192)Share based payments – (7)Profit before income tax expense – 297Corporation taxes (70) (53)(Loss)/profit after income tax expense (70) 244



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4. Operating segments continuedThe Group makes sales to Europe, Asia, USA and Australasia. An analysis of sales revenue by country is given below:

Revenue by country2016£’000

2015£’000

United Kingdom 13,771 14,885Europe 339 581Hong Kong 764 690Singapore 736 542Australia 5,424 5,017USA 9 –

21,043 21,715

5. Finance costs2016£’000

2015£’000

Invoice discounting facility 40 39Interest received (3) –

37 39

6. Employees’ remuneration(a) Staff costsStaff costs, including executive directors, during the year were as follows:

2016£’000

2015£’000

Wages and salaries 3,522 3,047Social security 331 292Other pension costs 29 20Share based payment expense – 7

3,882 3,366

(b) Staff numbersThe average number of persons employed during the year was as follows:

2016Number

2015Number

Sales 60 58Finance and administration 12 10Management 8 6

80 74




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7. Directors’ remunerationAggregate remunerationThe total amounts for Executive Directors’ remuneration of the Group and other benefits were as follows:

2016£’000

2015£’000

Emoluments 550 463Money purchase pension contributions 18 19

568 482

(a) Directors’ remuneration

Fees/basicsalary

2016£’000

Taxablebenefits

2016£’000

Totalemoluments

2016£’000

Money purchase

pensioncontributions

2016£’000

Total2016£’000

Total2015£’000

ExecutiveM de Lacy 100 12 112 10 122 111K Sayers (resigned 29 February 2016) 87 11 98 8 106 106P Goodship 113 4 117 – 117 112A Watson (appointed 30 November 2015) 47 1 48 – 48 –R Sheffield 144 4 148 – 148 126Non-executiveJ Higham 12 – 12 – 12 12K Ford 15 – 15 – 15 15Aggregate emoluments 518 32 550 18 568 482

The highest paid director was Robert Sheffield (2015: Robert Sheffield).

All executive directors are employed under a service agreement which can be terminated at any time by either the director or the Company giving six months’ prior notice. The services of K Ford and JE Higham are secured by letters of appointment, and these appointments can be terminated by the Company in general meeting at any time.

(b) Directors’ pension entitlementsDuring the year, two directors were members of money purchase pension schemes (2015: two). Contributions paid by the Company in respect of such directors are shown in part (a) of this note.

(c) Directors’ share options and interestsDetails of directors’ share options and interests are shown in the directors’ remuneration report on page 13.



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8. Profit on ordinary activities before taxationThe profit on ordinary activities before taxation is stated after charging:

2016 £’000

2015£’000

The analysis of auditor’s remuneration is as follows:Remuneration received by Company’s auditor or an associate of the Company’s auditor:Company annual accounts 6 6Group annual accounts 10 11

16 17

Other fees payable to the Company’s auditors:Audit of subsidiary companies 31 39Other audit related fees 1 1Tax compliance 18 18

66 75

Amortisation of intangibles 169 192Depreciation of property, plant and machinery 51 33Foreign exchange loss/(gain) (43) (11)Operating lease rentals:Property 241 170Plant and equipment 15 15Staff costs 3,882 3,366




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9. Income tax expense2016£’000

2015£’000

Comprising:Current tax charge – 9Prior year period adjustment – (3)Deferred tax asset movement 70 47

70 53

The relationship between the expected tax expense based on the effective tax rate of the Group at 20% (2015: 21%) and the tax expense actually recognised in the income statement can be reconciled as follows:

2016£’000

2015£’000

Result for the year before taxation – 297Expected tax expense – 63Expenses not deductible for tax purposes 44 40Income not subject to UK tax – (62)Under provision in prior year – (3)Change in tax rates 17 –Unrecognised deferred tax 22 9Difference in tax rates between UK and overseas (13) 6Total income tax expense 70 53

Please refer to note 18 for information on the entity’s deferred tax assets and liabilities.

10. Profit/(loss) per share 2016 2015

Loss£’000

Weighted average

number ofshares

’000

Lossper share

pProfit£’000

Weighted average

number ofshares

’000

Earningsper share

pBasic profit per share (70) 117,791 (0.13) 244 117,791 0.21Diluted profit per share (70) 126,951 (0.06) 244 126,571 0.19

The weighted average number of shares excludes 183,953 (2015: 183,953) shares held by the Employee Share Benefit Trust.



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11. Intangible assetsThe amounts recognised in the statement of financial position relate to the following:

Software£’000

Goodwill£’000

Customer relationships

£’000Database

£’000Total£’000

SoftwareCost:At 1 April 2014 163 487 647 227 1,524Additions 4 – – – 4At 31 March 2015 167 487 647 227 1,528Additions – – – – –At 31 March 2016 167 487 647 227 1,528Amortisation/impairment:At 1 April 2014 108 – 269 110 487Charge in year 39 – 108 45 192At 31 March 2015 147 – 377 155 679Charge for year 16 – 108 45 169At 31 March 2016 163 – 485 200 848Net book amount:At 31 March 2016 4 487 162 27 680At 31 March 2015 20 487 270 72 849

12. GoodwillThe Goodwill arose on the acquisition of Nakama Group in October 2011. The business formed part of the Group with effect from the date of acquisition of Nakama offices in London, Australia and Hong Kong.

The carrying amount of goodwill is allocated to the cash generating units (CGU’s) as follows:

Goodwill carrying amount

2016£’000

Nakama London 255Nakama Hong Kong 28Nakama Sydney 168Nakama Melbourne 36

487

The Group is required to test, on an annual basis, whether goodwill has suffered any impairment. Impairment tests are undertaken annually on 31 March using value in use calculations for each CGU. The value in use calculations are based on cash flow projections from formally approved budgets covering a three year period plus a terminal value. The key assumptions within the calculations are considered to be revenue growth and the discount rate. The average revenue growth rate is 30% in the next financial year (2015: 10%) and 6% per annum thereafter (2015: 5%). The large revenue growth rate in the next financial year is based on: historical staff performance, a more focused strategy and new business from new hires. The discount rate used in the impairment review was 12% (2015: 12%). The recoverable amount calculated for all CGUs exceeds the carrying amounts by £2,447,001 (2015: £2,519,262).

If any one of the following changes were made to the above key assumptions, the carrying amount and recoverable amount would be equal:

• If the revenue growth rate for the first year reduced by 0.4% to 13.6% for Nakama London • If the revenue growth rate for the first year reduced by 10.52% to 118.63% for Nakama Melbourne • If the discount rate increased by 0.4% to 12.4% for Nakama London




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13. Property, plant and equipment

Improvements to property

£’000

Computer equipment

£’000

Furniture, fittings and

officeequipment

£’000

Motor vehicles

£’000Total£’000

Cost:At 1 April 2015 95 237 89 – 421Additions 14 32 45 – 91Disposals – (1) – – (1)Foreign exchange difference – – – – –At 31 March 2016 109 268 134 – 511 Depreciation:At 1 April 2015 80 203 71 – 354Charge for the year 12 27 12 – 51Disposals – – – – –Foreign exchange difference – – – – –At 31 March 2016 92 230 83 – 405Net book value 31 March 2016 17 38 51 – 106

Improvements to property

£’000

Computer equipment

£’000

Furniture, fittings and

officeequipment

£’000

Motor vehicles

£’000Total

£’000Cost:At 1 April 2014 80 199 78 – 357Additions Disposals

12–

35(1)

11–

––

58(1)

Foreign exchange difference 3 4 – – 7At 31 March 2015 95 237 89 – 421Depreciation:At 1 April 2014 76 168 67 – 311Charge for the year 3 26 4 – 33Foreign exchange difference 1 9 – – 10At 31 March 2015 80 203 71 – 354Net book value 31 March 2015 15 34 18 – 67

14. Trade and other receivables 2016 £’000

2015£’000

Trade receivables 3,100 3,257Other receivables 27 35Prepayments and accrued income 288 222

3,415 3,514

All amounts are short-term. The carrying value of trade receivables is considered a reasonable approximation of fair value. All of the receivables have been reviewed for indicators of impairment and no provision (2015: £nil) has been considered necessary.



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14. Trade and other receivables continuedSome of the unimpaired trade receivables are past due as at the reporting date. The age of trade receivables past due but not impaired is as follows:

2016£’000

2015£’000

More than one month but not more than 3 months 1,165 1,232More than 3 months but not more than 6 months 97 58More than 6 months but not more than 1 year 28 12 More than one year – –

1,290 1,302

15. Trade and other payables2016£’000

2015£’000

Trade payables 789 765Other taxes and social security costs 813 819Other payables – 138Accruals and deferred income 246 256

1,848 1,978

All amounts are short-term. The carrying values are considered to be a reasonable approximation of fair value. The contractual maturity of trade payables is as follows:

2016£’000

2015£’000

0 to 30 days 645 70131 to 60 days 129 5161 to 120 days 15 13

789 765

All other financial liabilities including borrowings are repayable on demand.

16. Borrowings

Current liabilities2016£’000

2015£’000

Bank overdrafts – 221Invoice discounting 1,247 850

1,247 1,071

The Group has confidential invoice discounting facilities of £2,500,000 (2015: £2,000,000). The facilities are secured by cross guarantees and debentures. The carrying values are to be considered to be a reasonable approximation of fair value.




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17. CommitmentsThe total future value of minimum lease payments is due as follows:

2016 2015Land and buildings

£’000Other£’000

Land and buildings

£’000Other£’000

Not later than one year 252 10 235 15Later than 1 year and not later than 5 years 187 3 198 37Later than 5 years – 1 – –

439 14 433 52

Lease payments recognised as an expense during the year amount to £60,113 (2015: £140,227). No sublease income is expected as all assets held under lease agreements are used exclusively by the Group.

The rental contract for the office building rented since July 2000 at Caterham was renewed in March 2013 for a period of five years. As at January 2014 we have taken leased office space in Singapore and Sydney both on two year lease agreements. As at February 2015 the Group moved to a leased office space in London on a two year lease agreement.

Operating lease agreements do not contain any contingent rent clauses. None of the operating lease agreements contain renewal or purchase options or escalation clauses or any restrictions regarding further leasing.

18. Deferred taxDeferred tax recognised in the financial statements is set out below.

2016£’000

2015£’000

Movement on deferred taxation balance in the periodAs at 1 April 178 226(Charge)/credit to profit and loss (70) (48) As at 31 March 108 178

2016£’000

2015 £’000

Available trading losses (88) (154)Accelerated capital allowances (20) (24)Deferred tax asset (108) (178)

In accordance with IAS 12 “Income Taxes”, the deferred tax asset has been recognised to the extent that trade losses will be recoverable against profits in the foreseeable future. A deferred tax asset has been recognised in relation to the trading losses in Highams Recruitment Limited only and based on current utilisation of the losses and future forecasts it is expected this asset will be fully utilised in the next four years. The temporary differences for which the deferred tax asset has not been provided in the financial statements are set out below:

2016£’000

2015£’000

Losses 401 301Accelerated capital allowances 62 48

463 349

19. Related party transactions and controlling related partyThe Group’s related parties include its Board of Directors. Details of the Directors’ remuneration are given in note 7. There were no other related party transactions.



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20. Financial risk management objectives and policiesFinancial instrumentsThe Group uses various financial instruments; these include cash and cash equivalents, and various items such as trade receivables, trade payables that arise directly from its operations and an invoice discounting arrangement. The main purpose of these financial instruments is to raise finance for the Company’s operations.

The main risks arising from the Company’s financial instruments are interest rate risk, liquidity risk, credit risk and currency risk. The Board reviews and agrees policies for managing each of these risks and they are summarised below.

Interest rate riskThe Group finances its operations through a mixture of retained profit, bank borrowings and invoice discounting. The Group borrows in Pounds Sterling and Australian Dollars through the invoice discounting facility.

Cash deposits are non-interest bearing unless placed on money markets at overnight rates. The overdraft balances are offset against cash deposits in accordance with the facility and is managed such that no interest cost is incurred. The invoice discounting facilities are charged at 1.5% above the UK base rate for Sterling and Euro borrowing and 1% above base on the Australian facility. The Group is therefore exposed to changes in interest rates primarily through its invoice discounting facility.

Liquidity riskThe Group manages its liquidity needs by carefully monitoring cash outflows due in day-to-day business. Liquidity needs are monitored in various time bands including on a day-to-day and week-to-week basis, as well as on a monthly basis. As at 31 March 2016 all of the Group’s financial liabilities are contractually due within six months of the statement of financial position date. The majority of working capital is provided through the invoice discounting facility; additional draw down of these payments are directly related to the trade receivables. The Group’s liquidity needs are assessed periodically.

Capital management policies and proceduresThe Group’s capital management objectives are:

• to ensure the Group’s ability to continue as a going concern; and

• to provide an adequate return to shareholders by pricing its offerings commensurately with the level of risk.

The Group monitors capital on the basis of the carrying amount of equity less cash and cash equivalents as presented on the face of the statement of financial position. Capital for the reporting years under review is summarised on the next page.

Although Nakama Group plc is not constrained by any externally imposed capital requirements, its goal is to maximise its capital to overall financing structure ratio.




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The Group sets the amount of capital in proportion to its overall financing structure and manages its capital structure and makes adjustments to it in the light of changes in economic conditions and the risk characteristics of the underlying assets.

2016£’000

2015£’000

CapitalTotal equity 1,796 1,875

1,796 1,875

Overall financingTotal equity 1,796 1,875Plus net borrowings 1,247 1,071

3,043 2,946

Capital-to-overall financing ratio 59.0% 63.6%

Net borrowings comprise invoice financing borrowings and bank overdrafts.

Credit riskThe Group’s principal financial assets are cash deposits and trade receivables. Risks associated with cash deposits are low as they are held at banks with high credit ratings assigned by international credit rating agencies.

The principal credit risk lies with trade receivables. In order to manage credit risk the directors set limits for customers based on a combination of payment history and third party credit references. Credit limits are reviewed on a regular basis in conjunction with debt ageing and collection history. The Group has historically not suffered from significant bad debt problems. The Group’s principal bankers are HSBC Bank plc, the Group’s invoice discounting facility is also held with HSBC Commercial Finance.

Currency riskThe Group trades within international markets. These transactions are generally priced and invoiced in Euros, Hong Kong Dollar, Singapore Dollar, US Dollar and Australian Dollar.

The table below shows the Group’s currency exposures. Such exposures comprise the monetary assets and monetary liabilities of the Group that are not denominated in its functional currency of the transactions concerned. The exposures which relate only to the sales ledger balance, purchase ledger balance and cash at bank were as follows:

2016£’000

2015£’000

Euro 50 21

The foreign subsidiaries operate only in their functional currency.



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20. Financial risk management objectives and policies continuedSummary of financial assets and liabilities by categoryThe carrying amounts of the Group’s financial assets and liabilities as recognised at the statement of financial position date of the years under review may also be categorised as follows:

Cash, loans and

receivables2016£’000

Non financialassets

2016£’000

Financial liabilities at

amortised cost2016£’000

Non financialliabilities

2016£’000

Total for statement

of financial positionheading

2016£’000

Statement of financial position headingsTrade receivables 3,100 – – – 3,100Cash at bank 582 – – – 582Other receivables – 20 – – 20Prepayments – 288 – – 288Trade payables – – (788) – (788)Other taxes and social security costs – – – (812) (812)Accruals – – (245) – (245)Borrowings – – (1,247) – (1,247)Total 3,682 308 (2,280) (812) 898

Cash, loans and receivables

2015£’000

Non financialassets

2015£’000

Financial liabilities at

amortised cost

2015£’000

Non financialliabilities

2015£’000

Total for statement

of financial positionheading

2015£’000

Statement of financial position headingsTrade receivables 3,257 – – – 3,257Cash at bank 316 – – – 316Other receivables – 35 – – 35Prepayments – 222 – – 222Trade payables – – (765) – (765)Other taxes and social security costs – – – (819) (819)Other payables – – (359) – (359)Accruals – – (256) – (256)Borrowings – – (850) – (850)Total 3,573 257 (2,230) (819) 781

The fair values of the financial assets and liabilities at 31 March 2016 and 31 March 2015 are not materially different from their book values.




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21. Employee share schemes(a) EMI option schemeThe EMI option scheme was amended with effect from 29 March 2007 in order to reflect legislative changes since the scheme’s creation in 2000. Options over 4,141,060 ordinary shares were granted on 21 November 2008 at an exercise price of 1.25 pence per share. 50% of these options have since lapsed leaving 2,070,530 under option.

Options over 1,380,368 ordinary shares were granted on 7 September 2010 at an exercise price of 2.75p per share. Options over 690,200 ordinary shares were granted on 7 July 2011 at an exercise price of 3.00p per share. Options over 513,900 ordinary shares were granted on 11 December 2012 at an exercise price of 1.88p. Options over 1,500,000 ordinary shares were granted on 1 August 2013 at an exercise price of 1.12p. Options over 2,150,000 ordinary shares were granted on 31 July 2014 at an exercise price of 2.88p

The share based payment expenses for the period are shown in note 6 and is immaterial and therefore no further IFRS 2 disclosures are given.

(b) Employee Share Benefit Trust

An Employee Share Benefit Trust was established in November 1995 and its Trustees have the power to grant options to eligible employees over shares in the Company at the Trust’s expense, and the Company’s discretion, upon such terms as they think fit and to purchase such shares to be acquired by the eligible employees.

The Company did not make any contributions to the Trust during the year (2015: £nil). The Trust holds 183,953 shares in the Company, with a market value of £3,672 (2015: 183,953 shares at a market value of £7,588). These shares were purchased at a cost of £61,000.

No shares have been transferred to employees or were under option as at 31 March 2016. The Trust’s only other asset at 31 March 2016 was cash at bank of £2,111 (2015: £2,182) which is included in the Group’s statement of financial position as part of cash and cash equivalents. The Trust had no liabilities.

All other options granted in prior years have lapsed and no other types of options were granted in the year.

22. Share capitalAt 31 March

2016£’000

At 31 March2015£’000

Authorised5,554,741,568 Ordinary 0.01p shares 555 55531,875,568 Deferred shares at 4.99p 1,590 1,59048,773,016 New ordinary 0.01p shares issued 5 5

2,150 2,150

At 31 March2016£’000

At 31 March2015£’000

Allotted, called up and fully paidOrdinary 5p shares69,018,425 Ordinary 0.01p shares 7 731,875,568 Deferred shares at 4.99p 1,590 1,59048,773,016 New ordinary shares issued 5 5

1,602 1,602

Number NumberMovement in Ordinary sharesTotal number of shares in issue 117,791,441 117,791,441

Deferred sharesDeferred shares of 4.99p 31,875,568 31,875,568

The Deferred shares do not carry any voting rights and do not entitle the holders to receive any dividend or other distribution.



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Note2016£’000

2015£’000

Fixed assetsTangible assets 5 2 12Investments 6 1,346 1,346

1,348 1,358Current assetsDebtors: amount due within one year 7 1,252 885Cash at bank and in hand 1 2

1,253 887Creditors: amount falling due within one year 8 (103) (86)Net current assets 1,150 801Total assets less current liabilities being net assets 2,498 2,159Capital and reservesCalled up share capital 10 1,602 1,602Share premium account 10 2,580 2,580Merger reserve 10 297 297Employee share benefit trust reserve 10 (61) (61)Profit and loss account 10 (1,920) (2,259)Shareholders’ funds 2,498 2,159

The financial statements were approved by the Board of Directors and authorised for issued on 12 August 2016.

Angus Watson Rob Sheffield Chief Financial Officer Chief Executive Officer


COMPANY STATEMENT OF FINANCIAL POSITIONAT 31 MARCH 2016



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Share capital

£’000

Share premium

£’000

Merger reserve

£’000

Employeeshare

benefitreserve

£’000

Retained earnings

£’000

Total equity

£’000At 1 April 2014 1,602 2,580 297 (61) (2,147) 2,271Loss for the year – – – – (119) (119)Total comprehensive income for the year – – -– – (119) (119)Share based payment credit – – – – 7 7At 1 April 2015 1,602 2,580 297 (61) (2,259) 2,159Comprehensive income for the yearProfit for the year – – – – 339 339Other comprehensive income – – – – – –Total comprehensive income for the year – – – – 339 339Share based payment credit – – – – – – At 31 March 2016 1,602 2,580 297 (61) (1,920) 2,498


COMPANY STATEMENTOF CHANGES IN EQUITYAS AT 31 MARCH 2016



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NOTES TO THE COMPANY FINANCIAL STATEMENTSFOR THE YEAR ENDED 31 MARCH 2016

1. Principal accounting policiesBasis of preparationThe parent company financial statements are prepared under the historical cost convention. The particular accounting policies adopted are described below.

First time application of FRS 100 and 101 The financial statements have been prepared in accordance with Financial Reporting Standard 100 Application of Financial Reporting Requirements (“FRS 100”) and Financial Reporting Standard 101 Reduced Disclosure Framework (“FRS 101”).

Disclosure exemptions adoptedIn preparing these financial statements the Company has taken advantage of all disclosure exemptions conferred by FRS 101, therefore these financial statements do not include:

• certain comparative information as otherwise required by EU endorsed IFRS;

• certain disclosures regarding the Company’s capital;

• a statement of cash flows;

• the effect of future accounting standards not yet adopted;

• the disclosure of the remuneration of key management personnel; and

• disclosure of related party transactions with wholly owned members of Nakama Group plc group of companies.

In addition, and in accordance with FRS 101, further disclosure exemptions have been adopted because equivalent disclosures are included in the Company’s consolidated financial statements. These financial statements do not include certain disclosures in respect of:

• share based payments;

• financial instruments (other than certain disclosures required as a result of recording financial instruments at fair value); and

• fair value measurement other than certain disclosures required as a result of recording financial instruments at fair value.

Tangible fixed assetsTangible fixed assets are stated at cost net of depreciation and provision for impairment. Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost, less estimated residual value, of each asset over its expected useful life as follows:

Leasehold improvements – over period of lease

Computer equipment – 50% on cost per annum

Furniture, fittings and office equipment – 25% on cost per annum

Motor vehicles – 25% on written down value per annum

InvestmentsInvestments are stated at cost less provision for impairment.

Leased assetsRentals payable under operating leases being leases which do not result in the transfer to the Company of substantially all the risks and rewards of ownership of the assets, are charged to the profit and loss on a straight line basis over the lease term.

Current taxationCurrent taxation represents corporation tax payable on the taxable profits for the year or prior periods and is calculated using tax rates and laws that have been enacted or substantively enacted by the reporting date.



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Deferred taxationDeferred tax assets and liabilities are recognised where the carrying amount of an asset or liability in the statement of financial position differs from its tax base except for differences arising on:

• the initial recognition of goodwill;

• the initial recognition of an asset or liability in a transaction which is not a business combination and at the time of the transaction affects neither accounting nor taxable profit; and

• investments in subsidiaries and jointly controlled entities where the Group is able to control the timing of the reversal of the difference and it is probable that the difference will not reverse in the foreseeable future.

Recognition of deferred tax assets is restricted to those instances where it is probable that taxable profit will be available against which the difference can be utilised.

The amount of the asset or liability is determined using tax rates that have been enacted or substantively enacted by the reporting date and are expected to apply when the deferred tax liabilities/(assets) are settled/(recovered).

Share based paymentsWhere share options are awarded to employees, the fair value of the options at the date of grant is charged to the profit and loss over the vesting period. Non-market vesting conditions are taken into account by adjusting the number of equity instruments expected to vest at each statement of financial position date so that, ultimately, the cumulative amount recognised over the vesting period is based on the number of options that eventually vest. Market vesting conditions are factored into the fair value of the options granted. As long as all other vesting conditions are satisfied, a charge is made irrespective of whether the market vesting conditions are satisfied. The cumulative expense is not adjusted for failure to achieve a market vesting condition. Where the terms and conditions of options are modified before they vest, the increase in the fair value of the options, measured immediately before and after the modification, is also charged to the profit and loss over the remaining vesting period.

Foreign currenciesTransactions in foreign currencies are recorded at the rate of exchange at the time of the transaction. Monetary assets and liabilities denominated in foreign currencies at the statement of financial position date are reported at the rates of exchange prevailing at that date or, if appropriate, at the forward contract rate. Any gain or loss arising from a change in exchange rates subsequent to the date of the transaction is included as an exchange gain or loss in the profit and loss.

Financial guarantee contractsWhere the Company enters into financial guarantee contracts and guarantees the indebtedness of other companies within the Group, the Company considers these to be insurance arrangements and accounts for them as such. In this respect, the Company treats the guarantee contract as a contingent liability until such time that it becomes probable that the Company will be required to make a payment under the guarantee.

2. Directors’ remunerationDirectors’ remuneration has been disclosed within the directors’ remuneration report and note 7 of the Group financial statements.

3. Auditors’ remunerationAuditors’ remuneration attributable to the Company is as follows:

2016£’000

2015£’000

Audit fees - statutory audit 6 6



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NOTES TO THE COMPANY FINANCIAL STATEMENTS CONTINUEDFOR THE YEAR ENDED 31 MARCH 2016

4. Profit for the financial yearThe parent company has taken advantage of section 408 of the Companies Act 2006 and has not included its own profit and loss in these financial statements and is reporting under FRS 101. The profit for the financial year was £339,447 (2015: Loss of £119,029).

5. Tangible fixed assets

Leaseholdimprovements

£’000

Motorvehicles

£’000

Computerequipment

£’000

Fixtures,fittings

and office equipment

£’000 Total £’000

Cost:At 1 April 2015 80 – 92 52 224Additions – – – – –Disposals – – – – –At 31 March 2016 80 – 92 52 224Depreciation:At 1 April 2015 77 – 83 52 212Provided in the year 1 – 9 – 10Eliminated on disposals – – – – –At 31 March 2016 78 – 92 52 222Net book amount:At 31 March 2016 2 – – – 2At 31 March 2015 3 – 9 – 12

6. InvestmentsThe amounts recognised in the Company’s statement of financial position relate to the following:

£’000Cost:At 1 April 2015 1,346At 31 March 2016 1,346

The value carried relates to the acquisition of Nakama Limited on 14 October 2011.

Subsidiaries Principal activity Class of shares held Percentage heldHighams Recruitment Limited* Recruitment Ordinary 100%Highams Recruitment BV**, * Dormant Ordinary 100%RWP Recruitment Services Limited Dormant Ordinary 100%EquationHR Limited Dormant Ordinary 100%Highams Holding BV**, * Holding company Ordinary 100%Highams Share Scheme Trustee Limited* Trustee of Employee Benefit Trust Ordinary 100%Nakama Financial Services Limited Dormant Ordinary 100%Nakama Limited* Recruitment Ordinary 100%Nakama Hong Kong** Recruitment Ordinary 100%Nakama Sydney pty** Recruitment Ordinary 100%Nakama Melbourne pty** Recruitment Ordinary 100%Nakama Singapore pte**, * Recruitment Ordinary 100%Highams Recruitment Services (N.E.) Limited Dormant Ordinary 100%Nakama New York Inc** Recruitment Ordinary 100%

All subsidiaries marked with ** are incorporated outside the UK. All subsidiaries marked with * are wholly owned by the Company, all others are indirectly wholly owned.



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7. Debtors2016£’000

2015£’000

Prepayments and accrued income 20 37 Other debtors – –Amounts due from subsidiary undertakings 1,232 848

1,252 885

8. Creditors: amounts falling due within one year2016£’000

2015£’000

Trade creditors 45 26Other taxes and social security costs 4 9Accruals and deferred income 54 51Bank overdraft – –

103 86

9. CommitmentsThe total future value of minimum lease payments is due as follows:

Land and buildings

2016£’000

Other2016£’000

Land and buildings

2015£’000

Other2015£’000

Not later than one year 34 7 34 18Later than 1 year and not later than 5 years 34 – 68 7Later than 5 years – – – –

68 7 102 25

10. Share capitalFor details of the share capital please refer to note 22 of the consolidated accounts.

11. Contingent liabilitiesThe Company has an invoice discounting facility that is secured by cross guarantees and debentures. At the 31 March 2016 the invoice discounting overdraft amounted to £1,247,000 (2015: £850,000).



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NOTICE OF ANNUAL GENERAL MEETINGNOTICE IS HEREBY GIVEN that the Annual General Meeting of Nakama Group plc (the “Company”) will be held at the offices of WH Ireland, 24 Martin Lane, London EC4 0DR on Thursday 8 September 2016 at 11.00am for the following purposes:

Ordinary Business1. To receive and adopt the financial statements for the year ended 31 March 2016, together with the Reports of the Directors and of the Auditors

thereon.

2. To re-appoint BDO LLP as auditors to the Company, to hold office until the conclusion of the next general meeting at which accounts are laid before the Company.

3. To authorise the Directors to determine the remuneration of the auditors of the Company.

4. To re-elect as a Director Paul Jonathan Goodship who retires by rotation, in accordance with Article 76 of the Company’s Articles of Association.

5. To re-elect as a Director Eric Kenelm (Ken) Ford who retires by rotation, in accordance with Article 76 of the Company’s Articles of Association.

To transact any other ordinary business of the Company.

Special BusinessAs special business, to consider and if thought fit pass the following resolutions which will be proposed as to resolution 6 as an ordinary resolution and as to resolutions 7 and 8 as special resolutions:

6. THAT, subject to and in accordance with Article 6.2 of the Articles of Association of the Company, the board be and it is hereby generally and unconditionally authorised pursuant to section 551 of the Companies Act 2006 (in substitution for any existing authority to allot shares) to allot shares in the Company and to grant rights to subscribe for or to convert any security into shares in the Company up to an aggregate nominal amount of £3,926 (being approximately one third of the current issued ordinary share capital) provided that such authority shall expire on the conclusion of the next annual general meeting of the Company after the passing of this resolution, save that the Company may before such expiry make an offer or agreement which would or might require such shares to be allotted or rights to subscribe for or convert securities into shares to be granted after such expiry, and the board may allot shares and grant rights to subscribe or convert securities into shares in pursuance of such offer or agreement as if the authority conferred by this resolution had not expired.

7. THAT, subject to the passing of resolution 6 as set out in the notice of this meeting, and in accordance with Article 6.2 of the Articles of Association of the Company, the board be empowered pursuant to section 570 of the Companies Act 2006 to allot equity securities (within the meaning of section 560 of the said Act) for cash pursuant to the general authority conferred by resolution 6 as set out in the notice of this meeting as if section 561(1) of the said Act did not apply to such allotment, provided that this power shall be limited to allotments of equity securities:

(i) in connection with or pursuant to an offer by way of rights, open offer or other pre-emptive offer to the holders of shares in the Company and other persons entitled to participate therein in proportion (as nearly as practicable) to their respective holdings, subject to such exclusions or other arrangements as the directors may consider necessary or expedient to deal with fractional entitlements or legal or practical problems under the laws of any territory or the regulations or requirements of any regulatory authority or any stock exchange in any territory;

(ii) otherwise than pursuant to sub-paragraph (i) above, up to an aggregate nominal amount of £589.00 and such power shall expire on the conclusion of the next annual general meeting of the Company after the passing of this resolution save that the Company may before such expiry make an offer or agreement which would or might require equity securities to be allotted after such expiry, and the board may allot equity securities in pursuance of such an offer or agreement as if the power conferred by this resolution had not expired.



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8. THAT, the Company be generally and unconditionally authorised pursuant to section 701 of the Companies Act 2006, to make market purchases (as defined in section 693(4) of the Companies Act 2006) of up to 11,779,144 ordinary shares of £0.01 each in the capital of the Company (being approximately 10 per cent. of the current issued ordinary share capital of the Company) on such terms and in such manner as the directors of the Company may from time to time determine, provided that:

(i) the amount paid for each share (exclusive of expenses) shall not be more than the higher of (1) five per cent. above the average market value for the five business days before the date on which the contract for the purchase is made, and (2) an amount equal to the higher of the price of the last independent trade and current independent bid as derived from the trading venue where the purchase was carried out or less than £0.01 per share; and

(i) the authority herein contained shall expire at the conclusion of the Annual General Meeting of the Company to be held in 2017 or the date falling not more than 15 calendar months from the date of this resolution, whichever is earlier, provided that the Company may, before such expiry, make a contract to purchase its own shares which would or might be executed wholly or partly after such expiry, and the Company may make a purchase of its own shares in pursuance of such contract as if the authority hereby conferred hereby had not expired.

By Order of the Board Angus Watson Secretary

Registered Office: Quadrant House 33/45 Croydon Road Caterham Surrey CR3 6PB

Dated: 12 August 2016



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NOTICE OF ANNUAL GENERAL MEETING CONTINUEDNotes:1. Any member entitled to attend and vote at the Annual General Meeting is entitled to appoint one or more proxies (who need not be a member of

the Company) to attend and to vote instead of the member. Completion and return of a form of proxy will not preclude a member from attending and voting at the meeting in person, should he subsequently decide to do so.

2. In order to be valid, any form of proxy and power of attorney or other authority under which it is signed, or a notarially certified or office copy of such power or authority, must reach the Company’s Registrars, Capita Asset Services, PXS, 34 Beckenham Road, Beckenham, Kent, BR3 4TU, not less than 48 hours before the time of the meeting or of any adjournment of the meeting.

3. The right of members to vote at the Annual General Meeting is determined by reference to the register of members. As permitted by Regulation 41 of the Uncertificated Securities Regulations 2001, shareholders (including those who hold shares in uncertificated form) must be entered on the Company’s share register at 6 p.m. on 5 September 2016 in order to be entitled to attend and vote at the Annual General Meeting. Such shareholders may only cast votes in respect of shares held at such time. Changes to entries on the relevant register after that time shall be disregarded in determining the rights of any person to attend or vote at the meeting.

4. Copies of the service contracts and letters of appointment of each of the directors will be available for inspection at the registered office of the Company during usual business hours on any weekday (Saturdays and public holidays excluded) and at the place of the Annual General Meeting from at least 15 minutes prior to and until the conclusion of the Annual General Meeting.

5. Biographical details of each director who is being proposed for re-election by shareholders are set out at www.nakamagroupplc.com

FINANCIAL CALENDARLast date and time for receipt of proxy for the Annual General Meeting 11 a.m. on 6 September 2016

Annual General Meeting 11 a.m. on 8 September 2016



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24837 15 August 2016 9:44 AM Proof 7Nakama Group Plc AR2016 Proof 7.indd 4 15/08/2016 09:45:27

24837 15 August 2016 9:44 AM Proof 7

NAKAMA GROUP PLCQUADRANT HOUSE33/45 CROYDON ROADCATERHAM, SURREY, CR3 6PB

T +44 (0) 1883 341144F +44 (0) 1883 346699E [email protected]


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